LEADERSHIP STYLETRANSFORMATION LEADERSHIP AND THE MAGNET JOURNEY

Robert McKennett, CRNA, MA, MSN, NEA-BC

Objectives

Compare and contrast theories of leadership

Describe transformational theory’s impact on the Magnet© journey

List the four key elements of Transformational Leadership

Describe the effects of transformational leadership on nursing practice

Northouse (2007)

Leadership Style

the manner and approach of providing direction, motivating people and achieving objectives.

We are all leaders Can be a learned behavior Not a major part of nursing curriculum

McClure & Hinshaw (2010)

Magnet© Model

Sullivan (2009)

Magnet© Model Components Transformational Leadership

Strategic Planning Advocacy and Influence Visibility, Accessibility, and Communication

Structural Empowerment Exemplary Professional Practice New Knowledge, Innovations, and

Improvements Empirical Outcomes

Strategic Planning

Develop strategic goals Advocate for resources to support the

strategic priorities Improves nursing effectiveness and

efficiency

Advocacy and Influence

Influence system wide changes Guide periods of transition during

planned and unplanned changes Supports leadership development and

succession planning

Visibility, Accessibility & Communication

Leaders are visible to direct care nurses Nurses have access to leaders Leaders use input from nurses to

improve the work environment Changes are based on this input

Magnet Hospital Research Magnet Hospital Characteristics:

AutonomyControl over practice environmentNurse/physician collaboration (Aiken, Sochalski, & Lake, 1997)

Magnet Hospital characteristics related to: Low burnout Higher job satisfaction Lower mortality High patient satisfaction (Aiken et al., 1994, 1997, 2000; Rafferty, et al., 2001)

Magnet Hospital Research

Magnet© Hospital Excellent patient outcomes Low staff nurse turnover rate Nursing involvement in patient care

decision-making Flat organizational structure Broom (2007)

Sullivan (2009); Duffield (2010); Schwartz (2011)

Transformational Leadership

The Magnet© journey begins with TL “ a strong sense of advocacy, influence,

and support on behalf of all staff and patients”

“Manager who consults with staff and provides positive feedback is instrumental in increasing job satisfaction”

Burns (2003)

Transformational Leadership

the process whereby an individual engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.

Encourage people to collaborate Build group ownership of the decision

process On-going; visionary; appeals to higher

values

Transformational Leadership

Belief that transformational leaders are facilitators of change and move the process through the organization

Create a sense of possibility and vision for the future of the organization

Have a desire for common goals, not “me” but “us”

TL Characteristics

Commit people to action Covert followers into leaders Convert leaders into change agents,

innovators Believe in people Value driven Lifelong learners Must deal with complexity

TL Vision

Must make sense to staff Excite, motivate and generate

commitment Emphasize what may be Clarify what should be

TL Elements

Commitment Personal Responsibility Consistency Communication Integrity Forgiveness

Bass’ Approach

Motivates followers to do more than expected by: Raising followers’ level of consciousness about

the importance and value of goals. Getting followers to transcend their own self-

interest for the good of the team or organization.

Moving followers to address higher level needs.

Bass : Continuum

Bass and Avolio (1994)

Transformational Leadership

Bass and Avolio approach: Idealized Influence Inspirational Motivation Intellectual Stimulation Individualized Consideration

Transactional Leadership

Based on the concept of exchange between leader and group members Leader provides resources and rewards in

exchange for motivation, productivity, effective goal, or task accomplishments

Transactional Leadership

Contingent reward – Leaders try to obtain agreement on what needs to be done and what the payoffs will be for the people doing it.

Management-by-exception – Leaders use corrective criticism, negative feedback, and negative reinforcement. Active: Micromanagement. Passive: Problem-based intervention.

Issues with Transactional

Low expectations Minimal accomplishments Low levels of satisfaction Focus is on short-term, immediate

outcomes only

Laissez-faire

The absence of leadership: abdicate responsibility, delay decision, give no feedback, make no efforts to satisfy followers’ needs.

Bass & Avolio (2004)

Leadership Style Survey

Multifactor Leadership Questionnaire 45 items using a 5 point Likert scale “Not at all” to “Frequently if not always” Leader survey reflects rater survey –

same questions – “The person I am rating:”

Multifactor Leadership Questionnaire

Idealized Influence Inspirational Motivation Intellectual Stimulation Individualized Consideration Contingent Reward Management by Exception Laissez- faire

Idealized Influence

#6 Talks about values and beliefs #10 Instills pride….. #14 Specifies importance….. #18 Goes beyond self-interest….. #21 Acts….builds respect…. #23 Considers consequences……. #25 Displays confidence….. #34 Emphasizes…….mission

Inspirational Motivation

#9 optimistically….. #13 Enthusiastic…… #26 compelling vision….. #36 confidence in achievement……

Intellectual Stimulation

#2 Re-examines assumptions…… #8 Seeks differing

perspectives….. #30 look at problems from angles…. #32 Suggests new ways……….

Individualized Consideration

#15 Speeds time……. #19 Treats as an individual…… #29 Considers me differently….. #31 Helps me …………..

Contingent Reward

#1 assistance in exchange….. #11 who is responsible……. #16 clear expectation……. #35 Expresses satisfaction…..

Management by Exception

#3 Fails to interfere….. #4 Focuses on mistakes….. #12 Waits….things to go wrong #17 firm believer #20 chronic before taking action #22 attention to failures……. #24 tracks all mistakes #27 attention to failures

Laissez-faire Leadership

#5 Avoids getting involved #7 absent when needed #28 Avoids decisions #33 Delays responding

Multifactor Leadership Questionnaire

Idealized Influence Inspirational Motivation Intellectual Stimulation Individualized Consideration ------------------------------------------------------ Contingent Reward Management by Exception Laissez- faire

So What?

What organizational characteristics impact power and opportunity?

Are their education methods for both staff and managers to better understand and use Transformational behaviors?

Improve the Magnet© journey? Future nursing needs will require greater

retention Greater staff nurse satisfaction –

greater patient satisfaction Kangas (1999); Aikens (2012)

QUESTIONS?

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